Transcript Understanding Multi-Agency Safeguarding Hubs

MASH
Building Team Effectiveness
1
What is a team?
Definitions
‘A team is a small number of people with
complementary skills who are committed
to a common purpose, performance goals
and approach for which they are mutually
accountable’
Katzenbach & Smith 1993
Definitions
‘A team is a small group of people who
recognise the need for constructive conflict
when working together in order for them to
make, implement and support workable
decisions’
O’Neill 2003
Definitions
‘ A team is not a bunch of people with job
titles but a congregation of individuals ,
each of whom has a role which is
understood by other members. Members
of a team seek out certain roles and they
perform most effectively in the ones that
are natural to them’
Katzenbach & Smith 1993
Team Roles
What Belbin thought.....
• He examined behaviours of individuals when
participating in teams
• His research suggested that for a team to be
successful it requires 9 distinct roles to be
fulfilled by members
• Some individuals may carry out more than one
role
• Roles define preferred ways of operating
• Operating long term outside a preference can
lead to stress (out of comfort zone)
Which one are you?
Belbin Profiles
Role
Team Contribution
Shaper
Challenging, dynamic, drives
Co-ordinator
Confident, clarifies goals
Resource Investigator
Explores opportunities
Team worker
Listens, builds, diplomatic
Completer Finisher
Painstaking, delivers on time
Monitor Evaluator
Accurate, sees all options
Plant
Creative, problem solving
Implementer
Reliable, disciplined
Specialist
Knowledge and skills
For success in a team......
• Roles need to be clearly defined, agreed and
communicated
• Individuals need to be able and willing to take on
other roles within the team to improve overall
effectiveness
• Different roles will be required at different stages
• Leadership will be strong and effective with
clearly defined responsibilities
Teams I belong to
• Consider all the teams of which you
are a member
• Reflect on how well you think that
team is functioning
• Consider the difference between the
most and least effective team
The Team Process
1.Establishing a Team
‘Getting the business basics
right’
5. Performing as a Team
‘Raising the bar to superior
performance
4. Developing a Team
‘Building capacity for
continuous improvement and
sustainable performance
2. Building a Team
‘Proactively building effective
team processes and team
spirit’
3. Handling Challenges
as a Team
‘Learning to manage the
challenges of team and work
life’
Tuckman’s Journey of Team
Development
Which stage has your team reached?
Is there evidence to support this?
What makes a team effective?
Beckhard’s Pyramid
GOALS
Unifying
Direction
ROLES
Clear
Accountabilities
PROCESSES
Effective
operation
RELATIONSHIPS
Mutual
Support
Goals
• Do team members agree on their core
mission?
• Are goals decided by the team?
• Is there clarity of goals and agreement on
priorities?
• Is progress regularly reviewed by the team?
• Are goals measurable and specific?
• Do team members know when goals are
accomplished?
Roles
• Do team members know where they fit in and
how they contribute to success?
• Is authority and control well defined?
• Are work boundaries and responsibilities clear?
• Is team leadership and structure defined by the
work to be done by the team?
Processes
• Are ground rules and procedures clearly
defined?
• Does the team have performance standards and
expectations that are well defined and agreed?
• How is team effort recognised and rewarded?
• Do team members regularly review procedures?
• Is there a culture of giving and receiving
constructive feedback?
Relationships
• Do team members confront and resolve conflict?
• Are working relationships open and cooperative?
• Does the team have a clear set of values that
govern interactions?
• Do team members share and discuss feelings,
attitudes as they work together?
• Is there trust, support and respect for each
other?
Where are we at?
• Divide into 4 groups
• Consider your team in relation to your
assigned layer of the pyramid
• What are the strengths in each area?
• What might be a focus for development?
Partnership Working in the
MASH
Why is it important?
“ The importance of working together is a
lesson that has been painfully learnedindividually, professionals have only a
partial view of the child’s life and the full
extent of the danger and needs can be
hidden until they share their knowledge”
Munro Review May 2012
Key Findings from Serious Case
Reviews
• Serious problems in the transmission of
information between members of the
professional network occurred in the majority of
cases
• Relevant information not passed on to new staff
or shared amongst current staff
• Professionals working in isolation,
uncoordinated planning
• Continued failures in communication despite
changes in procedures
What helps and what hinders
effective partnership work?
Power and Authority
Power
Authority
The ability to exert
influence in the
organization
beyond authority
The legitimate power
of a supervisor to
direct subordinates to
take action within
the scope of the
supervisor's position
Sources of Power
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•
•
•
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Position power
Coercive power
Reward power
Expert power
Referent power
Information power
J.P. French and B. Raven The Bases of Social Power
Governance
“ The framework of accountability to users,
stakeholders and the wider community,
within which organisations take decisions,
and lead and control their functions, to
achieve their objectives”
Audit Commission 2003
MASH Governance Model
Chief Executive –
LA DCS LA
Local Safeguarding
Children Board
MASH
Local Delivery Group
Strategic Leaders
All Partners
Operational Steering Group
(All Partners represented
operational staff)
Key Elements
Effective leadership to establish vision and
clarity
Open and honest culture
Supporting accountability through systems
and processes eg financial management
External focus on needs of service users
and the public
Managing Difference
• Importance of accepted escalation
process to resolve professional difference
• LSCB protocols
• Pan London Guidance as overarching
framework
What is collaboration?
The goal is to achieve more than individual
partners can achieve on their own
Need to consider
• Building trust
• Positive expectations
• Shared agenda and vision
Easily said but not always easily done!
Next Steps
•
Reflecting on learning from today...
– What messages will you take away?
– What might you do differently?